ABSTRACT

This chapter focuses on the more competitive and less trusting world of the corporate sector but the notion of creating a safe and trusting environment for the group, of enabling different voices to be heard, of building commitment to shared decision-making, are all important tasks for a team leader. Other roles include managing conflict, identifying the goals for the meeting and keeping track of decisions and their implementation. G. Halvorson says there are three reasons: kinship, mission or a common enemy. P. Lencioni’s best work environment is painted as one where people are passionate but apologise if they do something inappropriate, are willing to sacrifice their resources for the good of the team, are concerned about letting down the team and where each meeting ends with agreed action. The underlying norms of such an organisational culture are ones that support openness, trust, cooperation and a commitment to a shared purpose.